Advising 
organisations

Aptitude diagnostics and potential analysis: How to recognize resources?

Organizational development, aptitude diagnostics & potential analysis - how do they actually fit together? In our view, these areas form an inseparable unit. Why? Scientific studies show that around 80% of our current jobs will be replaced by completely new job profiles within the next ten years.

This development will fundamentally change the demands placed on employees. Specialist knowledge is becoming less important, while other skills are becoming a success factor: continuous learning, upskilling and reskilling, data literacy and the ability to reflect. Companies that ignore this transformation are risking their future viability.

Depending on the industry and context, AI will not only free employees from repetitive standard tasks, but they will also have to adapt to an overflow of new findings in science and research: the knowledge available worldwide is currently doubling every 24 hours (measured by the number of scientific publications and the corresponding amount of data). This can no longer be captured by individuals - AI can do this much better. Accordingly, new skills will be required in the future: as mentioned above, the ability to learn new things and, for example, to analyze, question and use the results produced by AI in a targeted manner.  

We support organizations with a central question: How do we identify existing potential instead of just recording current skills - and how do we arrive at valid statements about this?

As scientific studies show, companies often still base their employee development and promotion measures on previous performance. This practice can have fatal consequences. A typical example: excellent technical experts are developed into managers and are unhappy or overwhelmed in their new positions. At the same time, high-potential employees who have not yet had the opportunity to demonstrate their skills remain undiscovered: Potential needs opportunity!  

Valid aptitude diagnostics are essential to ensure that appropriate upskilling and reskilling can take place, so that organizations and employees can develop successfully and satisfactorily for as many stakeholders as possible.  

Future competencies for organizations 
What our internal meta-study (based on key sources, including the Future Report of Jobs / World Economic Forum 2025) has revealed on this topic:

• Analytical thinking, especially willingness to learn and develop  
• Flexibility as well as the ability to innovate and change 
• Handling digital media and data literacy 
• Networking and team orientation 
• Communication skills 
• Emotional intelligence & self-reflection skills (awareness) 
• Getting people to participate  (leadership) 
• Dealing with conflicts & negotiation skills 

We would be happy to present our experience, procedures and methods to you in detail so that you can recognize potential and make valid role assignments. *Details on request